DRILL 1: EMPLOYEE SELECTION: RECRUITMENT AND INTERVIEWING

RECRUITMENT

• Attracting people with the right qualifications to apply for the job

INTERNAL RECRUITMENT

promote someone from within the organization

EXTERNAL RECRUITMENT

hire someone from outside the organization

NEWSPAPER ADS

Ads displaying the company emblem and using creating illustrations attract the greatest number of applicants; ads that include salary range and a company phone number attract highest quality applicants

ELECTRONIC MEDIA

- television and radio

SITUATION WANTED ADS

- placed by the applicants rather than by organizations

OUTSIDE RECRUITERS

- outside recruiting sources as private employment agencies, public employment agencies, and executive search firms

EMPLOYMENT AGENCIES

- Either charge the company or the applicant ▪ Especially useful if an HR department is overloaded with work or if an organization does not have an individual with skills and experience needed to select employees properly

EXECUTIVE SEARCH FIRM

- The jobs they represent tend to be higher paying, non-entry level positions. They charge to the organization. Fees charged are usually 30% of the applicant’s first-year salary

PUBLIC EMPLOYMENT AGENCIES

- Designed primarily to help the unemployed find work, but they often offer services such as career advisement and resume preparation

EMPLOYEE REFERRALS

- Current employees recommend family members or friends for specific job openings

DIRECT MAIL

- An employer typically obtains a mailing list and sends help-wanted letters or brochures to people through the mail

INTERNET

- Fast growing source of recruitment

EMPLOYER BASED WEBSITES

- An organization lists available job openings and provides information about itself and the minimum requirements needed to apply to a particular job

INTERNET RECRUITERS

- A private company whose website lists job opening for hundreds of organizations and resumes for thousands of applicants

JOB FAIRS

- Designed to provide information in a personal fashion to as many applicants as possible; Many organizations in the same field in one location

INCENTIVES

- Offering incentives for employees to accept jobs with an organization

NONTRADITIONAL POPULATION

- Forming partnerships with local churches o Developing recruitment strategies and such gay-friendly benefits as domestic partner benefits to recruit and retain gay and lesbian employees

PASSIVE APPLICANTS

- Recruiters try to find ways to identify hidden talent and convince them to apply for a job with their company

REALISTIC JOB PREVIEWS

- Involve giving an applicant an honest assessment of a job

Even though telling the truth about the job scares away many applicants, the ones who will stay will not be surprised about the job

EXPECTATION-LOWERING PROCEDURE

- lowers an applicant’s expectations about work and expectations in general

VALID SELECTION TEST

- one that based on a job analysis, predicts work-related behavior, and measures the construct it purports to measure

EMPLOYMENT INTERVIEWS

- Most commonly used method to select employees

STRUCTURED INTERVIEW

- determined by the source of the questions, the extent to which all applicants are asked the same questions, and the structure of the system used to score the answers

UNSTRUCTURED INTERVIEW

- free to ask anything you want

STYLE 

determined by the number of interviews and number of interviewers

ONE ON ONE INTERVIEW

- involve one interviewer interviewing one applicant

SERIAL INTERVIEW 

involves a series of single interviews

RETURN INTERVIEWS

- similar to serial interviews with difference being a passing of time between the first and subsequent interview

PANEL INTERVIEWS

multiple interviewers asking questions and evaluating answers of the same applicant at the same time

GROUP INTERVIEWS

- have multiple applicants answering questions during the same interview

SERIAL PANEL GROUP INTERVIEW

combination of different styles

MEDIUM 

which they are done in person

FACE TO FACE INTERVIEW

- both the interviewer and the applicant are in the same room

TELEPHONE INTERVIEW

- often used to screen applicants but do not allow the use of visual cues

VIDEOCONFERENCE INTERVIEW

the applicant and the interviewer can hear and see each other, but the setting is not as personal, nor is the image and vocal quality of the interview as sharp as in face-to-face interviews

WRITTEN INTERVIEWS

involve the applicant answering a series of written questions and then sending the answers back through regular mail or through email

PRIMACY EFFECTS

first impressions

CONTRAST EFFECTS

- the interview performance of one applicant may affect the interview score given to the next applicant

NEGATIVE INFORMATION BIAS

negative information apparently weighs more heavily than positive information

INTERVIEWER-INTERVIEWEE SIMILARITY 

interviewee will receive a higher score if she is similar to the interviewer in terms of personality, attitude, gender, or race

CLARIFIERS

allow the interviewer to clarify information in the resume, cover letter, and application, fill in gaps, and obtain necessary information

DISQUALIFIERS

- questions that must be answered a particular way or the applicant is disqualified

SKILL LEVEL DETERMINERS

- tap an interviewee’s level of expertise

SITUATIONAL QUESTIONS

- future focused questions; ask what they would do in particular situation

PAST FOCUSED QUESTIONS

- focused on previous behavior

ORGANIZATIONAL FIT QUESTIONS

- tap the extent to which the applicant will fit into the culture of an organization or with the leadership style of a particular supervisor

COVER LETTERS

- tell an employee that you are enclosing your resume and would like to apply for a job

SALUTATION

- name of the person to whom you want to direct the letter

PARAGRAPHS

- opening should be one or two sentences long communicating that your resume is enclosed, name of the job you are applying for, and how you know about the opening

RESUMES

- are summaries of an applicant’s professional and educational background. Views as a history of your life or an advertisement of your skills

CHRONOLOGICAL RESUME

- list previous jobs in order from the most to least recent

FUNCTIONAL RESUME

- organizes jobs based on skills required to perform them rather than the order in which they were worked

PSYCHOLOGICAL RESUME

- contains the strengths of both the chronological and functional styles and is based on psychological theory and research

AVERAGING VERSUS ADDING MODEL 

implies that activity quality is more important than quantity